This study aimed to investigate the impact of strategic agility with its dimensions on enhancing entrepreneurial behavior in food manufacturing companies operating in Taiz City, Yemen. Strategic agility was measured through strategic sensitivity, shared responsibility, core competencies and clarity of vision, while entrepreneurial behavior comprised creativity, proactiveness and risk-taking. The study adopted a descriptive quantitative design and used a structured questionnaire to collect data from supervisory leaders in five food manufacturing companies. Using simple random sampling, 257 questionnaires were distributed, of which 253 valid responses were retrieved, yielding a response rate of 98.4%. The data were analyzed using SPSS version 28 through correlation and regression analyses. The results revealed that strategic agility had a statistically significant positive impact on entrepreneurial behavior (R = 0.865, R² = 0.749, β = 0.909, p < 0.001), explaining 74.9% of the variance in entrepreneurial behavior. All four dimensions of strategic agility also had significant positive effects on entrepreneurial behavior. Core competencies exerted the strongest influence (β = 0.309, p < 0.001), followed closely by clarity of vision (β = 0.307, p < 0.001), strategic sensitivity (β = 0.210, p < 0.001) and shared responsibility (β = 0.178, p = 0.001). The study recommends strengthening employee participation in formulating and reviewing the organizational vision, improving the flow of customer and market information across administrative levels, investing in employee capabilities and establishing internal innovation funds to support entrepreneurial initiatives involving calculated risks under uncertain conditions.